Сначала нарушьте все правила. Что лучшие в мире менеджеры делают по-другому

Цитата "Выбрать человека, сформулировать свои ожидания от его работы, стимулировать его и способствовать его росту - это четыре основные составляющие роли менеджера как "катализатора". Если менеджеры не справляются с этой ролью, то независимо от технологий и способности лидеров вдохновлять компания постепенно развалится". Маркус Бакингем, Курт Коффман О чем книга О том, что даже самая несложная работа требует таланта, людей изменить невозможно и не стоит требовать от них того, что им не дано. Думать, что любого можно научить выполнять любую работу и что дело только в системе стимулирования и амбициях, - значит путать таланты, знания и навыки. Талант - вещь врожденная, знания и навыки - дело наживное. Совпадение способностей человека и роли, которую он выполняет, - вот к чему должен стремиться каждый менеджер. Почему книга достойна прочтения Книга подводит итог грандиозной двадцатипятилетней работы Института Гэллапа. В ней собраны мнения 80 000 руководителей и примерно около миллиона менеджеров. Она учит тому, как выявлять существующие таланты людей и помочь раскрыться сильным сторонам каждой личности. Для кого эта книга Для всех менеджеров, которые хотят в полной мере реализовать собственный потенциал и помочь раскрыться талантам своих подчиненных. Кто авторы Маркус Бакингем - автор книг "Заставьте свои сильные стороны работать", "Единственное, что следует знать" и др., глава консалтинговой компании, предоставляющей услуги в области тренинга и дистанционного обучения, ориентированные на использование сильных сторон. На протяжении 20 лет занимался в Институте Гэллапа изучением особенностей выдающихся руководителей, менеджеров и компаний. Курт Коффман - руководитель глобальной практики Института Гэллапа, консультант по организации рабочих мест, независимый эксперт, автор, лектор. Работал со многими компаниями, входящими в список Fortune 500. Соавтор книги "Делай так! Укрепление организации за счет развития человеческого потенциала". Ключевые понятия Управление персоналом, менеджмент, талант. Особенности оформления книги Обложка с клапанами Companies Compete To Find And Keep The Best Employees, Using Pay, Benefits, Promotions, And Training. But These Well-intentioned Efforts Often Miss The Mark. The Front-line Manager Is The Key To Attracting And Retaining Talented Employees. No Matter How Generous Its Pay Or How Renowned Its Training, The Company That Lacks Great Front-line Managers Will Suffer. The Authors Explain How The Best Managers Select An Employee For Talent Rather Than For Skills Or Experience How They Set Expectations For Him Or Her -- They Define The Right Outcomes Rather Than The Right Steps How They Motivate People -- They Build On Each Person's Unique Strengths Rather Than Trying To Fix His Weaknesses And, Finally, How Great Managers Develop People -- They Find The Right Fit For Each Person, Not The Next Rung On The Ladder. And Perhaps Most Important, This Research -- Which Initially Generated Thousands Of Different Survey Questions On The Subject Of Employee Opinion -- Finally Produced The Twelve Simple Questions That Work To Distinguish The Strongest Departments Of A Company From All The Rest. This Book Is The First To Present This Essential Measuring Stick And To Prove The Link Between Employee Opinions And Productivity, Profit, Customer Satisfaction, And The Rate Of Turnover. Introduction : Breaking All The Rules -- Chapter 1. The Measuring Stick. A Disaster Off The Scilly Isles : What Do We Know To Be Important But Are Unable To Measure? -- The Measuring Stick : How Can You Measure Human Capital? -- Putting The Twelve To The Test : Does The Measuring Stick Link To Business Outcomes? -- A Case In Point : What Do These Discoveries Mean For One Particular Company? -- Mountain Climbing : Why Is There An Order To The Twelve Questions? -- Chapter 2. The Wisdom Of Great Managers. Words From The Wise : Whom Did Gallup Interview? -- What Great Managers Know : What Is The Revolutionary Insight Shared By All Great Managers? -- What Great Managers Do : What Are The Four Basic Roles Of A Great Manager? -- The Four Keys : How Do Great Managers Play These Roles? -- Chapter 3. The First Key : Select For Talent. Talent : How Great Managers Define It : Why Does Every Role, Performed At Excellence, Require Talent? --^ The Right Stuff : Why Is Talent More Important Than Experience, Brainpower, And Willpower? -- The Decade Of The Brain : How Much Of A Person Can The Manager Change?-- Skills, Knowledge, And Talents : What Is The Difference Among The Three? -- The World According To Talent : Which Myths Can We Now Dispel? -- Talent : How Great Managers Find It : Why Are Great Managers So Good At Selecting For Talent? -- A Word From The Coach : John Wooden, On The Importance Of Talent -- Chapter 4. The Second Key : Define The Right Outcomes. Managing By Remote Control : Why Is It So Hard To Manage People Well? -- Temptations : Why Do So Many Managers Try To Control Their People? -- Rules Of Thumb : When And How Do Great Managers Rely On Steps? -- What Do You Get Paid To Do? : How Do You Know If The Outcomes Are Right? -- Chapter 5. The Third Key : Focus On Strengths. Let Them Become More Of Who They Already Are : How Do Great Managers Release Each Person's Potential? --^ Tales Of Transformation : Why Is It So Tempting To Try To Fix People? -- Casting Is Everything : How Do Great Managers Cultivate Excellent Performance So Consistently? -- Manage By Exception : Why Great Managers Break The Golden Rule? -- Spend The Most Time With Your Best People : Why Do Great Managers Play Favorites? -- How To Manage Around A Weakness : How Do Great Manager Turn A Harmful Weakness Into An Irrelevant Nontalent? -- Chapter 6. The Fourth Key : Find The Right Fit. The Blind, Breathless Climb : What's Wrong With The Old Career Path? -- One Rung Doesn't Necessarily Lead To Another : Why Do We Keep Promoting People To Their Level Of Incompetence? -- Create Heroes In Every Role : How To Solve The Shortage Of Respect -- Three Stories And A New Career : What Is The Force Driving The New Career? -- The Art Of Tough Love : How Do Great Managers Terminate Someone And Still Keep The Relationship Intact? --^ Chapter 7. Turning The Keys : A Practical Guide. The Art Of Interviewing For Talent : Which Are The Right Questions To Ask? -- Performance Management : How Do Great Managers Turn The Last Three Keys Every Day, With Every Employee? -- Keys Of Your Own : Can An Employee Turn These Keys? -- Master Keys : What Can The Company Do To Create A Friendly Climate For Great Managers? -- Gathering Force -- Appendix A. The Gallup Path To Business Performance : What Is The Path To Sustained Increase In Shareholder Value? -- Appendix B. What The Great Managers Said : What Did Great Managers Say To The Three Questions Quoted In Chapter 2? -- Appendix C. A Selection Of Talents : Which Talents Are Found Most Frequently Across All Roles? -- Appendix D. Finding The Twelve Questions : How Did Gallup Find The Twelve Questions -- Appendix E. The Meta-analysis : What Are The Details Of The Meta-analysis?. Marcus Buckingham And Curt Coffman. "Great managers share one common trait: They do not hesitate to break virtually every rule held sacred by conventional wisdom. They do not believe that, with enough training, a person can achieve anything he sets his mind to. They do not try to help people overcome their weaknesses. They consistently disregard the golden rule. And, yes, they even play favorites. This amazing book explains why.". "The frontline manager is the key to attracting and retaining talented employees. No matter how generous its pay or how renowned its training, the company that lacks great front-line managers will suffer. Buckingham and Coffman explain how the best managers select an employee for talent rather than for skills or experience; how they set expectations for him or her - they define the right outcomes rather than the right steps; how they motivate people - they build on each person's unique strengths rather than trying to fix his weaknesses; and, finally, how great managers develop people - they find the right fit for each person, not the next rung on the ladder."--BOOK JACKET. First, Break All the Rules by Marcus Buckingham and Curt Coffman is a management book that challenges traditional workplace practices. It reveals how the world’s best managers break conventional rules by focusing on employees’ strengths, setting clear outcomes, and fostering engagement. Instead of trying to fix weaknesses, great managers create environments where individuals thrive based on their unique talents. The book offers actionable strategies to build high-performing teams by emphasizing strengths over traditional methods of management. Gallup presents the remarkable findings of its revolutionary study of more than 80,000 managers in First, Break All the Rules, revealing what the worlds greatest managers do differently. With vital performance and career lessons and ideas for how to apply them, it is a must-read for managers at every level. Annotation Based on the largest study of its kind ever undertaken, more than 80,000 managers in 400 companies reveal revolutionary insights about successful managerial behavior In the dense fog of a dark night in October 1707, Great Britain lost nearly an entire fleet of ships.